Com 240 Exam 2

1. Adjustment

2. Commitment

3. Performance

1. inclusion and support

2. uncertainty Reduction

3. Role learning and organizational

1. to the organizations mission

to organizational values

3. to workgroup members

1. Quality and productivity standards

2. Link to organizational and unit values

1. collective vs. individual

2. Formal vs. informal

3. Sequential vs. Random

4. Fixed vs. variable

5. Serial vs. Disjunctive

6. Investiture vs. Divestiture

when you come in d other come one by one or as a group (group vs. sols

- do you have set of materials to give someone or do you just go with the flow

in order vs. random order

variable you are at the mercy of the organization

fixed set time frame

Serial someone you can observe that does the same job

Dis. no one on your own

I friendly remake a person to be apart of the team and lets invest in their potential talent

- are learned

-have content and stylistic dimensions

possess formal and informal duties , rights, and privilege

- can be understood by scrutinizing the role expectations that are communicated to and from an individual by members of their role set

Pivotal Relevant Peripheral

Rebellion NO NO NO

creative- Yes some Some-no

individualism

conformity Yes Yes Yes

1. Secondary adjustments

2. Enacting Peripheral Roles

3. Role negoitation

doubling efforts in one or more areas while selectively neglecting others

routinizing tasks outside of assigned tasks

interaction with another in order to change role expectations

"two o

have to do it and do it well

important but can putto the side

role expectations no one really expects you to be doing them

1. information seeking/giving

2. Logrolling

3. informal/formal plans

4.influence

5.reframing

asking questions probing sharing ides

willingness to shuffle prorities

informal= off the record

formal=official

rationale, reciprical, following the rules

offering an alternative meaning

1.information exchange

2. claiming value

3. Interaction management

4. negotiation flexibility

1. Overt: direct inquire where info. goal is obviou

2. Observe: awareness of other convo

3. Survelliance:passive sense makin 2 old convo.

4. 3rd party: seeking info fem others

5. indirect: asking info around main topic

6. disguising convo: inquire where intent can not be recognized by others

7.testing:info results form observing others reactions to violations of rules and norms

major discrepancies between expectations and experiences

minor discrepancies between expectations and experience

1.sensemaking- others interpretations past experiences, predispositions

2. Schema; identifying organized patterns

1. role shocking

2. role surprise

3. uncertainty management

1. interaction pattern

2.openness

3. Upward Distortion

4. upward influence tactics

5. Semantic information distance

6. Correlates of effective supervision

7. Contingency Model of effective leadership

8. Feedback

9.Mentoring

10.Key leadership behavior related to work team effectiveness

- between 1/3 and 2/3 of a supervisors time is spent communicating with subordinates

-Superiors think they communicate more with subordinates think they do

-subordinates feel they send more messages than supervisors think they do

in message sending and openness in message receiving

1. nontrusting persons conceal their feelings and engage in evasive, compliant, or aggressive communication

2. upward mobility aspiratios and low trust negatively influence the accuracy of messages

3. superiors compensate for positive "halo" information by viewing it as less accurate

4. Effective subordinates pass negative information upward

1.open persuasion

2. manipulated persuasion

3. manipulation

1. logical presentation:rationale argument

2. formal exchange:i do this you do that

3. adherence to rules: rules in company on how to get your way

1. upward appeal: leap frogging over your supervisors head skip boss talk to supervisor

2. threat: it can be hard to discern the real objective or need behind a therat

1. ingratiation:acting nice, going out of your way to do favors for the purpose of being on someones good side

2. covert manipulation: trying to manipulate but less obvious

3.formal coalition: cutting deals behind supervisor back

Persistance: keep asking tip you wear person down

-misunderstanding terms

-misunderstanding goals and values

-meta perceptions

individuals approach conversation with different goals and referent points

better supervisors be

1. more communication minded

2. willining empathic listeners

3. ask or persuade

4. sensitive to subordinates feelings

5. more open in passing along information

P:motivating for new comers

R:motivating for incumbents

- Specific timely

comparative from a credible source

perceptions of feedback to manipulate boomerang

1. Career related support: sponsorship, exposure and visibility, coaching, protection, challenging, assignments

2. Psycho-Social: enhance individuals sense of competence, identity and effectiveness

1.charisma

2. individualized consideration

3. intellectual stimulation

-contingent reward

-managememtn by exception

clarifies performance targets and who is responsible for achieving those targets

-focuses on mistakes and deviations from performance standards

-emphasizes the greater good of the group and acts in ways that build respect

-considers the needs and aspiration of individuals and looks after the welfare of the group members

-obtain input from group members when solving problems

-develops and communicates a compelling vision for the future

an imprecise biological metaphor to describe the birth, growth and death of organizations

it emphasizes growth and the role of management in decision making coordinating internal and external relationships and structuring operations

emphasizing markets chosen and structures established at birth and the match of these features to changes in the external environment

- Theoreticallygrounded in natural selection, population ecology is the study of thedifferential reproduction and survival of organizations depending upon theirrelative advantages.

1.emergence

2. adolescence

3. mature

4. decline

-establishment of the mission by founder

-preparation for incorporation

-recruitment of members

-initial startup activities leading to the creation of a product or one product line

-physical features: one or more product lines $1 million in assets or debts and/or 30 or more employees

- greater than 15% sales growth

-institutionalization of organizational values, structures, and procedures

-securing of broader base of clients and financing

-less than 15% sales growth per year

-emphasis on diversification and sustained growth

-leveraging of survival through ties to product suppliers and recipients

-Firmsnet growth less than national GNP for a four year period

- Solvency(financial and mission) questions

- Lossof products and product lines to competitors or obsolesce

1. institutionalization

2. Paradox of success

3. role of the founder

Processwhereby new norms, values, and structures are overwhelmed by existing patternsof norms, values, and structures in other organizations.

factorscritical to early success lead to failure during institutionalization

Vital,life giving force who often becomes the enemy to organizational survival

E: Focuson product development¡¡Coordinationis informal, decentralized, and loosely-coupled¡ , Pursuitof niche strategies

A:¡Focuson maintaining production and the organization¡¡Coordinationreflects formalization, centralization, and standardization¡¡Horizontalintegration of markets

-genetic code limiting choices oforganizational structures, markets, and cultures;

-Constrains adaptation

-As the “new kid on the block,” neworganizations can not afford to make many mistakes due to few resources

App.2 Org. Initial Performance Feedback Perceived Need for Change Extent of Organizational Learning Enactive Learning form action negative strong high Proactive Learning before action positive weak low

¡Inertia and resistance to adapting new structures and strategicorientations comes from the organization’sideology, thebehavioralreinforcement of prior successes,and the formalizationof roles and norms.

-Events: moving forward or backward)

-Behaviors:business as usual: coping with the externalenvironment (competition; resource scarcity) product developmentl¡

-Managementschallengellong- and short-term planninglexecutive decision making inkeeping with organizational goalslmaintain the organization-widesystem of communication

-Event: ( disaster) shock to the organization’s markets or resources

Behaviors: strategic re-orientation( yourgoals and resources, and structures need to change) of organizational goals, niche, or resources strategic re-orientation oforganizational structure and processes

Managementchallenge ( guessing what the market is gonna belike) lmake major decisions on incompleteinformation and stressful conditionslredesign the organization-widecommunication system linitiate, maintain, and end(settledown) organizational change processes re-vap everything and it doent work

The degree to whichThegroup’sproductive output (product or service) meets the standards of quantity,quality, and timeliness of those receiving, reviewing, and/or using the output.

-Theprocess of carrying out the work enhances the capability of members to worktogether interdependently in the future.

-Thegroup experience contributes to the growth and personal well-being of teammembers.

1. task roles

2. Coordinator

3.Energizer

4. Elaborator

5. Evaluator critic

6. info giver

7. info seeker

8. recorder

9.procedural

1. encourger

2. follower

3. compromiser

4.gatekeeper

5. harmonizer

6. Observer

1. aggressor

2. Dominator

3. BLocker

4. Help Seeker

5. Loafer

6. Self confessor

7. Special interest advocate

1. Fluency- how many different ideas a person generated

2. Flexibility- how many different types of ideas a person generated

3. Originality: how many other individuals cam up with the ideas

1. Social loafing

2. Conformity

3. Production blocking:whenin group you arent always producing listen and waityour turn4. 4.Downward Norm Setting:lowestperformer sets the norm so not working towards your full potential

1. Realistic

2. Conservative

3. Idealistic

4. Creativity

1.Administrative/developmental: pay related of devel.

2. Objective/Subjective: quantifiable or perception

3. Supervisor/employee relationship (relationship quality

4. Supervisor/peer information sources (credibility

5. Regularity of PIAs ( regular is much much better

6. Perceptions of fairness (key to employee commitment

1.Adequatenotice

2.Fairhearing ¡

3.Ratersapply performance standards across employees without pressure or bias

4.DueProcess

(b)provide immediate feedback on the accuracy of the trainee’srating; and

(c)allow sufficient time for the trainee to practice the correct behavior

1. opening

2. evaluation

3. information exchange

4. goal setting and direction

5. Pep talks

6. closing

¡greetingsexchanged and formal indication that the interview has begun

¡beginswhen the supervisor presents the evaluation of the subordinate’sperformance or (less common) asks the subordinate to provide a self-evaluation.

consists of employees responding tosupervisory queries by providing attribution-based reasons for the performance.

are usually brief and consist ofpositive affect expressions

1.tell-and-sell¡Relayand persuade to change l

2.tell-and-listen¡Relayand let employee respond 3.problem-solving¡Identifyissues and work to mutual solution

1.Havemanagers conduct performance appraisals during the training process

2.Provideimmediate feedback on trainees’performance

3.Createsufficient time for trainees to practice the correcting their behaviors

4.Addresssupervisors’ lack of knowledge, skill deficiencies, and lack motivation

1. message credibility

2.Focus on behaviors not rewards

3. Conversation mangement

4. Participation management

5. Goal setting

6. Message receptivity

-mangercredibilty-fair, appropriate, on target giving prior notice-messages-based on logos, notes, recordsMessages-minimal vignettes uncodonditionalpositive regard regular opportunities for informal discussions and follow- up

-Whatbehaviors need to be performed in the same way? Performed differently-Actionplans to initiate and follow up on change

-Rapportbuilding-Turntaking-Tonematching or leveling -Limitingcriticisms

-whatdoes the employee need/want to discuss about : his performance, yourleadership?-Seeking employee perspective using a problem solving orientation

-Jointgoal setting--developmental-follow up and follow through -Specific,challenging, plan of action

lIntrinsicmotivation effects if messages are free of manipulative intent

1.Morecomplex + destructive power

2.Managerknowledge more readily revealed

3.Attentiondrawn to self instead of behavior 4.Unpleasantnessin voice

5.Highperforming employees receive more rewarding statements while low performingemployees receive more punitive statements1

PAI message giver and messages mustbe perceived as credibleif recipients are to be viewed messages as fair and appropriate forconsideration.

The importance and relevance of PAImessages, not perceived as credible or from credible sources, will be discounted

lOverlyscripted performance appraisals restrictemployees’opportunities to discuss factors influencing their performance.

lVignettesin PAI evoking defensiveness inemployees eliminate joint problem-solving discussions.

lNegativeevaluation messages engender less defensiveness when messages are fromknowledgeable, considerate supervisors and messages describe specific actions.

The use of problemsolving activities andpersuasion to reach mutuallyacceptable agreements

1.Opening

2.Exchange or explorations of information

3.Exchange or exploration positions and interests

4.Counter arguments, seek solutions

5.Agree on settlement if beneficial or walk awayn

Distributive and integrative

Confuse opponent, never let the other person know whatyou really need and why, hard ball tactics, winner take all

undersanding the others position and interests(especially the why) share and receive information in balanced matterFirm onlimits bottom line but creative in how you achieve

Best ALTERNATIVE TO a negotiated agreement

1.Identify anddefine the problem

2.Understand theproblem fully (Identify interests and needs on both sides)

3.Generatealternative solutions

4.Evaluate andselect among alternatives

nprefered outcome aspiration point at which you’d liketo conclude negotiationsn

walkaway bottom line

initial offer

npackage of issues, each of which has a targetresistance, and asking points.